随着全球化市场的逐步形成,产品的多样化、个性化、生命周期的缩短,不仅要求

企业有很高的市场响应力以及快速开发新品的创新设计能力,也要求企业的管理结构简

单、便于调整,具有高度的灵活性。贺尔碧格公司的确面对了很大的挑战。如何在适合

自身的情况下,增加公司核心竞争力的组成部分,通过组织行为等方面的改革,尽快摆

脱困境,为之后三年完成全方面改革,成为一件迫切的任务。

本文通过贺尔碧格(上海)有限公司遇到的困境,在面临总部巨大的压力下,需

要在三年内完成改革,不然会面临总部大面积的清洗和重建。针对管理方面的组织架构,

非物质激励以及核心竞争力,出现的问题进行分析,通过搜集相关理论,实际调研,利

用理论知识分析客观现实,提出综合的解决方案。在组织行为,核心竞争力,公司核心

价值观,人才储备建立制度上的重新定义和调整。提出全新的核心价值观:“尊重每一

位员工,服务每一位客户。为我们的员工,客户和商业合作伙伴创造前所未有的价值和

机会”,把员工紧密和核心竞争力,非物质激励部门紧密联系在一起。组织架构中提出

的小组细分,行业细分是在为更多人创造出机会。公平公正的非物质激励和人才储备培

养的建立,为了改变非常低的流动率导致“似国企”的体系,尽可能地激发员工的斗志,

培养拥有理想和追求的员工也必须成为核心竞争力的构建组成部分。通过核心员工将企

业文化联系在一起以建立新的组织文化。

关键词:组织变革;核心竞争力;人才培养储备

第II页
华东理工大学硕士学位论文

The organizational reforming of Hoerbiger (Shanghai) Co.,Ltd

Abstract

With the gradual formation of the globalization of marketing, product diversification,

personalized, life cycles shorten, not only requires companies to have a high market

responsiveness and innovative design capabilities to rapidly develop new products, but also

requires the management structure of the company which is simple,easy to adjustment,with a

high degree of flexibility. Multinational development bottlenecks encountered in many years

will develop in China, you need to accurately determine the difficulties companies face in

today's fast and flexible response to changing market conditions. Economic environment and

atmosphere of China's current industrial markets, coupled with lower sales to foreign

companies and business aspects of a very strict environment, HOERBIGER company is

facing a great challenge. How to fit itself in the case, clearly the company's core

competitiveness through the change of organizational behavior bail out as soon as possible, is

an urgent task.

Through Hoerbiger (Shanghai) Co., Ltd. encountered difficulties encountered, problems

organizational structure for the management of non-material incentives and core competencies,

brand positioning analyzed by collecting relevant theory, practical research, analysis objective

reality and propose solutions. In organizational behavior, core competitiveness, the company's

core values, redefining. Proposed new core values: respect for every employee, every

customer service creating unprecedented value and opportunity for our employees, customers

and business partners., The staff is closely connected with core competitiveness, and the

non-material incentives sectors. It is fair non-physical motivation and “talent reserve

cultivation establishment, which is in order to change the very low flow rates lead to like

the state-owned enterprises system, as far as possible to motivate employees. The

construction of cultivation with the ideal and pursuit of the employees must also become part

of the core competitiveness. Brand positioning to help the company to maximize the use of

resources, to help stabilize the performance during the reform period. We connect with each

other based on the key factor core employee to set up a new enterprise culture.

Keywords: Organizational reforming; Core competition; Storage and training of the talent